Cox’s Bazar, Bangladesh

21-23 July 2018

_____________________________________________________________________________________

A Collaboration between, The United Nations World Food Programme and The Ministry of Disaster Management and Relief

Report on Cyclone & Landslides Emergency Simulation

Exercise (CLESE)

1

CONTENT

Background .................................................................................................................... 4

Objectives ....................................................................................................................... 5

Scenario of the simulation exercise .......................................................................... 5

Participants, Facilitators and Observers: ................................................................ 8

Structure of the simulation exercise ........................................................................ 8

Conduct of the exercise ............................................................................................... 9

Lessons Learned .......................................................................................................... 11

Recommendations and way forward:..................................................................... 12

Wrap-up interviews .................................................................................................... 14

Annex..……………………………………………………………………………………………………………….16

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List of Abbreviations

ACF Action Contre la Faim

AFD Armed Forces Division

BDRCS Bangladesh Red Crescent Society

BMD Bangladesh Meteorology Department

CiC Camp In-Charge

CPP Cyclone Preparedness Programme

CSP Country Strategic Plan

CU5 Children Under Five

DDMC District Disaster Management Committee

DMC Disaster Management Committee

DPHE Department of Public Health Engineering

DRR Disaster Risk Reduction

FS&CD Fire Service and Civil Defense

GoB Government of Bangladesh

IDP Internally Displaced Peoples

IFRC International Federation of Red Cross and Red Crescent Societies

IGA Income Generating Activity

ISCG Inter Sector Coordination Group

LGED Local Government Engineering Department

INGO International Non-Governmental Organization

IOM International Organization for Migration

MoDMR Ministry of Disaster Management and Relief

NGO Non-Governmental Organization

PIO Project Implementation Officer

PLW Pregnant and Lactating Women

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RRRC Refugee Relief and Repatriation Commissioner

SDGs Sustainable Development Goals

SimEx Simulation Exercise

SOD Standing Orders Disasters

UDMC Union Disaster Management Committee

UNHCR United Nations High Commissioner for Refugees

UNICEF United Nations Children’s Emergency Fund

UzDMC Upazila Disaster Management Committee

WASH Water, Sanitation and Hygiene

WFP World Food Programme

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Background

angladesh is amongst those countries most vulnerable to climate-related shocks

and stresses that come with frequent natural disasters. Its geographic location,

land characteristics and multiplicity of rivers coupled with high population density

compounds Bangladesh’s vulnerability during natural disasters.

Towards this endeavor, World Food Programme (WFP) works to support the Government

of Bangladesh through its partnership with the Ministry of Disaster Management and Relief

(MoDMR) to enhance the emergency preparedness and response capabilities in natural

disasters. The support given aligns with the Sustainable Development Goals (SDGs) and

Government priorities which is stated in WFP’s Strategic Objective (SO) 4 of Country

Strategic Plan (CSP) 2017-20: “Humanitarian Response System for Large-Scale Natural

Disasters in Bangladesh can Respond with Reduced Cost and Lead Time”.

The table-top simulation exercise in Cox’s Bazar District is one of many events planned and

conducted jointly by WFP and MoDMR. This Government led exercise primarily seeks to

enhance the capacity of Cox’s Bazar District government officials, government institutions

and the local community.

B

Over the years, Bangladesh has witnessed

recurring cyclones, tropical storms, flooding

and landslides affecting hundreds of

thousands of its populations. The disaster

management capacity of Bangladesh,

continues to improve where significant

reductions in loss of life and assets are

progressively realized. Nevertheless,

opportunities exist to further enhance the

national emergency preparedness and

response capacities in large-scale natural

disasters at the community level agility and

resilience.

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Objectives

▪ To provide an opportunity to review and reflect on the emergency preparedness

(natural disaster focused) and response mechanism,

▪ To enhance participants’ knowledge and common understanding pertaining to

early warning, preparedness, assessment, response planning and coordination

mechanisms from the Government’s perspective, and

▪ To derive lessons learnt that may reveal opportunities for further enhancement

of the Government’s emergency response through external coordination

mechanisms.

Scenario of the simulation exercise

Situated in the south-east of Bangladesh along the border with Myanmar, Cox’s Bazar is

highly susceptible to cyclones as well as landslides in the monsoon season due to heavy

rainfall. Reeling under pervasive undernutrition and food insecurity, the district has

confronted numerous tropical storms, alongside witnessing a large-scale influx of forcibly

displaced Rohingya from Myanmar since 25 August 2017.

The SimEx was designed to create the opportunity for observing and enhancing the

response and coordination mechanism in place within the overall disaster response

structure of MoDMR for a category 3 cyclone, Cyclone Sagar, affecting Cox’s Bazar District.

Cyclone Sagar made landfall in Cox’s Bazar Sadar highly impacting Sadar upazilla and the

adjacent Ramu and Maheskhali upazilas and moderately impacting neighboring upazilas of

Ukhia, Chakaria and Kutubdia.

Mr. Md. Shah Kamal, Secretary, MoDMR Mr. Md. Mohsin, Additional Secretary, MoDMR

6

Cox’s Bazar Sadar (Team A), Ramu (Tema B) and Ukhia (Team C) and a team representing

the District Disaster Management Committee, DDMC (Team D). The scenario was divided

into three stages of emergency response; Early Warning; Preparedness; and Response

Implementation and Coordination.

a. Pre-Cyclone Hit: 11 May 2019 (Early Warning and Preparedness Phase)

▪ Bangladesh Meteorology Department (BMD) issued special weather bulletin #10

for the cyclone ‘Sagar’ of category 3.

▪ ‘Sagar’ is currently 100 km southeast of Mongla port and 90 km southwest of

Chittagong port.

▪ The current forecast track says the cyclone is expected to move towards Cox’s

Bazar coast.

▪ The eye of the cyclone ‘Sagar’ is expected to hit the land in the evening of 12th May

2018.

▪ The cyclone is moving with a large periphery of cloud that could cause significant

amount of severe rainfall for 2-3 days.

▪ The Deputy Commissioner of Cox’s Bazar has called for the Disaster Management

Committee (DMC) meeting and asked all upazilas and unions to summon

respective DMC meetings to discuss possible damage and anticipated actions to

be taken as per the Standing Orders on Disasters (SOD).

▪ The Cyclone Preparedness Programme volunteers (CPP) started circulating the

message in the communities and relocating people at risk to safer locations.

Sagar was supposed to have affected

a significant population with

perceptible damage to infrastructure

and crop land, communication system,

road and transportation channels

among others. Furthermore, the

Rohingya population housed in some

of these upazilas within Cox’s Bazar

have also been severely affected by

the multifarious impact of the cyclone.

The simulation exercise was made up

of four teams representing three

Upazila Disaster Management

Committees (UzDMC);

Figure 1: Path of the Cyclone on the hit day

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b. After Cyclone Hit: 12 -25 May 2019 (Assessment and Response Phase)

▪

▪

▪ Many international organizations are sending emergency relief teams.

▪ Access is difficult and restricted due to road/infrastructures affected by the

cyclone.

▪ Many houses either collapsed or were severely damaged; Embankments,

bridges and culvers were severely damaged.

▪ Road communication between Chittagong to Cox’s Bazar was totally disrupted

and internal road communication mostly disrupted in Cox’s Bazar.

▪ Cox’s Bazar domestic airport was badly affected, hence out of operation;

Chittagong International Airport was operational and cargo planes could land

but congested due to lack of adequate relief handling equipment and limited

storage capacity.

▪ A Supply of health facilities was exhausted coupled with shortage of doctors;

More number of mobile hospitals were required.

▪ Eventually, situation in some of the shelters deteriorated; cases of Acute Watery

Diarrhea were reported; some shelter did not even receive expected assistance.

▪ Shortage of drinking water supply.

▪ Emerging sanitation and water related problems.

▪ Mobile and land line routes were out of service.

Figure 2: Affected communication networks

▪ The severe cyclone ‘Sagar’ hit the coast of

Cox’s Bazar at around 6 pm on 12 May

2018.

▪ It has caused major destruction and loss

of lives.

▪ More than 0.7 million (7 lac) people are

directly affected including the refugees

▪ Associated very heavy rainfall caused

landslide in the hills of Ukhia where the

Rohingya population are residing.

▪ Fire Service, Army and Cyclone

Preparedness Programme (CPP)

Volunteers have started search and

rescue operation at night.

▪ It is expected that around 4,000 people

died due to cyclone and landslide.

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Participants, Facilitators and Observers:

▪ Around 60 participants from MoDMR, DDM, district administration, the local

Government, I/NGOs, UN agencies and various district entities including the army,

navy, air force, Scouts, the Bangladesh Red Crescent Society (BDRCS) participated in

the simulation exercise. Participants were divided into four teams.

▪ Team of observers, 10-13 members, consisted of representatives from different

humanitarian agencies operating in Cox’s Bazar.

▪ The facilitators’ team consisted of 13 members. Facilitators in a team were assigned

individual roles to guide the four teams of participants throughout the simulation

exercise including monitoring the environment within the control room.

Structure of the simulation exercise

The structure of the simulation exercise was designed in such a way that the teams were

physically separated from each other but were able to communicate with the control room

via either email or phone call. The team’s structures mirrored the response structure set-

up by the Government at both district and upazila level, i.e Cox’s Bazar Sadar (Team A),

67%

24%

9%

Gov UN Agencies

I/NGO, Donors

Groups Members

Team

Participants

Government District and Upazila Administration, DRRO, PIO, RRRC Office,

CiC, AFD, FSCD, LGED, DPHE, CPP, Bangladesh Scouts, Civil Surgeon, Local

Government Institutions, WFP, Local NGOs, School Teacher

Facilitators Government (MoDMR and DDM), BMD, IFRC/BDRCS, WFP, Food Security

Cluster, Logistics Cluster, UN Agencies, INGOs

Observers ISCG, Donor, Sectors

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Ramu (Tema B) and Ukhia (Team C) and Team D, representing the District Disaster

Management Committee (DDMC) Facilitators guided participants in the teams through the

scenario, exercises and injects. Vertical coordination and situation monitoring was

maintained amongst the teams through meetings called by the DDMC with the UzDMC.

Figure 3: Communication Flow and Information Exchange

Conduct of the exercise

Day 1 (Early Warning, Assessment and Preparedness): The simulation exercise started

with the four teams engaging in early warning assessment and preparedness exercises,

initiated at the announcement of the special weather bulletin by the Bangladesh

Metrological Department (BMD) declaring imminent threat to the population due to a fast

approaching cyclone, Sagar. The three upazila teams called for DMC meetings to survey

and assess the situation at hand, alongside intensifying vertical and horizontal

coordination as quintessential preparedness measures. Fire services, coast guards and

armed forces were on alert, CPP volunteers were engaged in circulating the message in the

communities, and people at severe risk were shifted to the cyclone shelters and IDP

(Internally displaced people) camps. This was accompanied by restrictions on the fishing

boats and trawlers from going to the sea until further notice. Chairmen of all the UDMCs

(Union Disaster Management Committee) were requested to preposition dry food items

from local sources for distribution after the cyclone. The dead body management

committee was summoned to engage in discussions regarding handling possible

casualties. These were some of the actions initiated as pre-cautionary measures for the

cyclone, Sagar.

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Day 2 (Response Planning and Coordination): Focus hereby was laid on emergency

response planning and coordination, after the cyclone made landfall on 12 May 2019, that

has caused over 4,000 deaths and 0.8 million were estimated to be affected. The teams

were required to formulate responses in the immediate aftermath of the cyclone, followed

by two weeks after the cyclone whereby an effective rehabilitation plan had to be curated

for the situation to eventually graduate into normalcy.

In the immediate circumstances, teams focused on deployment of search and rescue

teams to help displaced population in the affected regions. It was also required to re-

establish road communication that has been completely disrupted. Under the

circumstances, deployment of officials from the army, fire services, Local Government

Engineering Department (LGED) and the Road and Highways Department is called for. The

UzDMCs and DDMC also emphasized on setting up temporary health camps that would

provide immediate first aid relief to the injured. The three upazilas aimed at tightening

coordination with the DDMC, the high-level Government Task Force (headed by MoDMR)

and other humanitarian agencies that intervened on the request of the Government.

Several multilateral dialogues were held with the relevant humanitarian agencies and the

MoDMR officials. Helicopters were used for sending emergency food aid to the affected

population and for transporting the injured to the local health center.

Team’s discussing their emergency plan

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In the long term, teams were engaged in drafting a sustainable rehabilitation plan

according to the SOD established by the Government. Some of the areas of high emphasis

included ensuring shelter, food and WASH needs for the affected population, support

reconstruction of the totally/partially damaged houses, need assessment and beneficiary

selection for continued support, Income Generating Activity (IGA) support for agro-based

families (both cash and in-kind), and providing psycho-social assistance to people in

mental shock/trauma. Additionally, international humanitarian bodies including United

Nations High Commissioner for Refugees (UNHCR), United Nations Children’s Emergency

Fund (UNICEF), WFP, International Organization for Migration (IOM), Action Contre la Faim

(ACF) intervened and supported the UzDMC and DDMC in responding expeditiously to the

havoc caused by the cyclone. These were some of the major actions the teams undertook

as part of emergency response planning and coordination.

Day 3 (Presentation and Panel Discussion): On the last day, the four teams gave brief

presentations followed by Q & A where the audience and the panel members had the

opportunity to ask questions and seek further clarifications. The panel members noted

participants responses and lessons learned and provided feedback on participant findings

and observations.

Outcome of the session: Major Challenges

Outcomes of the session includes focus on key areas in early warning, assessment and

preparedness response planning and coordination. Detail of the identified challenges can

be found under Annex 1.

Lessons Learned Cox’s Bazar District presents unique context whereby multiple stakeholders , including the

Government, the humanitarian actors and community at large, have continuous

engagement in humanitarian response as well as development activities. Unlike other

districts, Cox’s Bazar is already exposed to a L3 (large-scale) emergency. This simulation

however focused mainly on the Government officials and the Government coordination

structures as per SOD. As such, it enables the Government to identify coordination

opportunities and enhancements.

• Community-wide involvement: Engaging with the community who remain ‘the first

responders’ to a crisis is critical to effective emergency preparedness and response

processes, guided by the three principles: (1) Understand and meet the actual needs of

the whole community; (2) Engage and empower all parts of the community; and (3)

Strengthen what technique’s and community tool works well within communities on a

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regular basis. Based on a tiered approach, involving the whole community, especially the

technical community stakeholders, such as, the school teachers, fire brigade & civil defense

officers personnel, paramedics and others, efforts need to be channelized towards

developing the capacity of the community at different levels through targeted capacity

building trainings that contributes significantly to strengthen communal harmony and their

responsiveness to a large-scale emergency.

• Interim response drills are key to building the community emergency

preparedness capacity: From the exercise, it was evident that the exercise teams’

response assumption was overly reliant on government’s assistance and partly on

humanitarian agencies’ complementary assistance with limited consideration for the

role of the community as first responders during the onset of an emergency.

• The most vulnerable are consistently prioritized during emergency responses:

People with disabilities were not consistently prioritized by the exercise teams. The

organizers had to remind participants about this via a simulation injection. Further it

was revealed that information on the precise existence and location of disabled people

was not available.

• Preparedness is key to disaster management and context driven: While the

Government has the Standing Orders on Disasters (SOD), context specific evolving

emergency preparedness and response guidelines perhaps may complement and

prove useful.

• Coordination with relevant humanitarian actors: While there exists well

established Government and humanitarian actors’ coordination, their roles and how

they work together during an emergency was not fully understood by many of the

participants. Albeit that both the Government and the humanitarian actors clearly have

well defined roles that they know individually. Efforts are needed to bring about a

stronger mutual awareness and understanding.

• The exercise assumes that emergency response layers were adequate All

simulation teams based on the scenarios and the injection given, paid little attention

that the layers were prepared to respond appropriately. All detail requirements and

role of different entities at different levels//layers were not adequately foreseen: for

example, whether the morgue had sufficient body bags, lime for mass graves, hazmat

suites for workers handling the bodies were not consistently thought through.

Recommendations and way forward:

▪ Proactive engagement with the community: Encouraging the actors and institutions

at the community level and ensuring continuous engagement with them was identified

as a priority.

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▪ Voluntary participation at the community level: As community are the first

responders, design exercises and/or activities to encourage their voluntary engagement

and strengthen their emergency response capacity.

▪ First responders capacity: Emergency preparedness and response efforts needs tailor-

made capacity strengthening training for first responders. More importantly, the role of

first responders needs to be further emphasized in the Government’s preparedness and

response efforts.

▪ Enhancing resources and logistics management: Guided by the Government’s

national priorities and doctrine on disaster management, enhancing multi-sectoral

coordination is key to logistics management that includes ensuring sufficient storage

and adequate distribution of logistics (food, ambulances, medicines etc), identifying and

acquiring standard and/or surge equipment that can be used during a crisis for

delivering a specific capability.

▪ Vulnerable group information gathering: Data on persons with disabilities need to

be gathered, updated, and reported consistently at the union and upazila levels.

▪ Effective response planning and recovery: Continue to reinforce recovery efforts in

emergency preparedness and response planning where resilience and risk reduction

opportunities are maximized at the community level.

▪ Establishing a core mission capabilities checklist for protection, response and

recovery: Developing a core mission capabilities checklist incorporating, a mechanism

for risk and disaster resilience assessment, threats and hazard identification,

environmental response and critical transportation among others, is key to emergency

response planning and coordination.

▪ Ensuring gender parity: Future simulation exercises should seek greater gender parity

amongst the participants. Efforts need to be made to engage future participating

departments early on to encourage more female participants.

▪ Role clarification: Make concerted efforts to enhance the mutual understanding of all

coordination roles through meetings, discussion platforms, and mini simulation

exercises at all levels.

▪ Ensure emergency response layers are prepared: Focused mini simulation exercises

should be carried out targeting varied layers within disaster response structures,

particularly at upazila, union and community levels.

▪ Adequate measures to reduce risk of landslides: Increasing awareness on

afforestation and proper hill management system with the usage of modern

technologies as essential measures to reduce risk of landslides that exacerbates the

impact of tropical storms and cyclones.

▪

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▪ Post data management system: Reinforcing mechanisms established to maintain and

update storage of data during and after the disaster which facilitates quick decision-

making and swift flow of information; Upgrading central database of vulnerable

infrastructures such as electricity grid, mobile tower etc.

▪ Psycho-social counseling for affected families: In the aftermath of a catastrophic

natural disaster, provisions for culturally sensitive psycho-social counselling should be

made available.

▪ Build on lessons learned: Recommendations from this simulation should inform and

be used as inputs to future simulation exercises.

▪ Plan for person with disabilities: It is significant to ensure proper implementation of

the plan tailor-made for the persons with disabilities, based on proper needs

assessment catering to their immediate and long-term requirements. Persons with

disabilities are especially vulnerable to the wide-scale impacts of a disaster which can

exacerbate their disparities, leaving them struggling to cope even more both during and

after the emergency.

Wrap-up interviews Literal Translation into English from Bengali interviews

Mr. Md. Shah Kamal, Secretary, MoDMR

have been identified and probable solutions have been recommended. The exercise has been

designed in three phases - preparedness phase, response phase and rehabilitation phase. This

is sixth simulation in a row organized by World Food Programme in different disaster-prone

areas of the country and I think this is a great training for our perfection and the beneficiary will

be the people of the country leading to a better disaster risk reduction strategy and the

minimization of loss of life and assets. I believe more of such simulation exercises should be

organized in different disaster-prone parts of the country. By this, the country will be benefited

and the partnership between GoB and WFP will be strengthened.”

…‘’ This simulation has been jointly

organized by MoDMR and WFP focusing on

cyclone and landslide to see how different

committees are working. We have the SOD

where responsibilities of district, upazila

and union committees have been defined. In

most cases, we do not get expected results

due to lack of preparedness. Through this

simulation exercise, the Preparedness gaps

Mr. Md. Shah Kamal, Secretary, MoDMR

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Mr. Mohammad Abul Kalam ndc, RRRC, RRRC Office, Cox’s Bazar

….”Cox’s Bazar is specially disaster prone for cyclone

and landslide. Recently because of more than 10 lacs

Rohingya influx in Cox’s Bazar, the need for saving

their lives from disaster impact has increased a lot.

The host community population in Ukhiya and Teknaf

is approximately 4.75 lac but the number of Rohingya

population is more than 10 lacs. Through this

simulation, an attempt has been taken on how we can

save the lives of this large population in case of

cyclone and landslide. In such cases, what would be the level of our preparedness, our duties

and responsibilities have been discussed through this exercise. This three days exercise specially

helps the participants from the Government central to local level to practice preparedness,

response, coordination and communication responsibilities before and after a disaster . This

process will help us to improve our preparedness for efficiently managing any natural disaster.

Lastly, I would like to thank WFP for taking this initiative and would recommend that the UNOs

organize such events at Upazila levels and if possible at union levels as well.”

...” Bangladesh is a disaster-prone country

and therefore each and every citizen of the

country should be involved in disaster

management. The Government approach in

this regard is ‘whole of society approach’.

Simulations are a much effective technique

than workshop to build capacity of the

humanitarian actors. We jointly organized

this simulation with WFP in Cox’s Bazar which

is sixth in the row. The participants were very

active and sincere, and they enjoyed this three days exercise. I believe, the knowledge gap of

the participants in disaster management will be minimized significantly when they will work in

the practical field after attending this simulation exercise. We have a plan to build a resource

pool to facilitate simulations in all 64 districts and all upazilas in the future. Only then, the

disaster management capacity of the whole nation will be strengthened, and Bangladesh will

be a disaster resilient country. “

Mr. Md. Mohsin, Additional Secretary, MoDMR

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Annex Annex1: List of outcomes on challenges from the sessions

Stages of

Planning

Key areas Challenges

Early

Warning,

Assessment

and

Preparedness

a) Early Warning

Messaging;

b) Accessibility;

c) Communication;

d) Need assessment;

e) Storage capacity;

f) Protection:

safety/special needs

of women and

children;

g) Pre-positioning;

h) Search and Rescue

(training and

equipment);

i) Shelter (host

community and

Rohingya population)

j) SOD implementation.

a) Time constrain to ensure

proper coordination for early

warning messaging;

b) Limited time to reach out to all

the areas under high risk;

c) Prompt evacuation of people to

safe places, particularly those

with special needs;

d) Limited number of shelters to

accommodate the entire

population at risk;

e) Limited warehouses and

storage capacity at the

union/upazila level to meet the

urgent needs of the people;

f) Assessment of special needs of

women (specifically Pregnant

and Lactating women) and

children under five (Cu5),

ensuring water, sanitation and

hygiene (WASH) needs for these

specific groups;

g) Prepositioning of relief and

other resources to take

immediate action right after the

disaster.

h) Adequate equipment and

number of trained volunteers

for conducting search and

rescue operations; EVI

management.

i) Ensuring equitable allotment of

shelter for both the host

communities and the Rohingya

population; insufficient

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knowledge of the local areas

which can be used as

temporary shelters.

j) Ensuring proper

implementation of the SOD,

notwithstanding time

constrains and rapidly changing

circumstances.

k) Lack of awareness and illiteracy

compounds challenges faced at

the community level and are

perceptible hindrances to

conducting relocation or

shifting exercises at the ground

level; lack of central database

for vulnerable infrastructure

such as electricity grid, mobile

tower etc.

Response

Planning and

Coordination

a) Accessibility;

b) Communication and

Information

Management;

c) Coordination;

d) Prioritizing needs;

e) Beneficiary selection;

f) Dead body

management;

g) Transportation;

h) Relief distribution;

i) Search and Rescue;

j) Health and medical

facilities;

k) Joint Response

Planning.

a) Considerable strain in accessing

remote areas affected in the

three upazilas;

b) Damaged communication

networks make it difficult to

send emergency relief;

Information management was

particularly a herculean task

considering the challenges

faced in accessibility and

coordination; problems

regarding reportage on the

evolving context which delays

damage assessment from

severely affected areas.

c) Coordinating with the different

Government arms at the

ministrial as well as local levels

(including in the community,

Union, Upazila and district

levels) responsible for disaster

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management and the I/NGOs

and other humanitarian

agencies/sectors operational in

the area;

d) To prioritize the most

immediate needs of the most

vulnerable population;

e) Problems in selection and

prioritizing the beneficiaries –

assessment of the worse

affected from the below poverty

line population who are

supposed to be targeted first.

f) Storage and timely disposal of

dead bodies; cash distribution

to dead persons’ families;

funeral management

(insufficient dead body

bags/wrapping cloth, Imams).

g) Transportation of the injured

people to the nearest health

care centre.

h) Addressing scarcity of relief and

other emergency items.

i) Conducting search and rescue

mission in the remote areas

affected by the natural disaster

particularly challenging.

j) Limited medical facilities and

evolving health problems in the

affected population;

k) Ensuring adequate coordination

for the Joint response planning

along with facing challenges in

accessibility and

communication.

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Annex 2: List of Panel members, Organizers, Support team and Observers

Participating Panel Members :

1. Mr. Md. Shah Kamal, Secretary, MoDMR

2. Mr. Reaz Ahmed, DG, DDM

3. Mr. Md. Mohsin, Additional Secretary, MoDMR

4. Mr. Mohammad Abul Kalam ndc, RRRC, RRRC Office, Cox’s Bazar

5. Mr. Md. Kamal Hossain, Deputy Commissioner, Cox’s Bazar

6. Mr. Peter Guest, Emergency Coordinator, WFP Cox’s Bazar

7. Ms. Barbara Clemens, Deputy Country Director, Support Services, WFP

8. Mr. Syed S. Arefeen, Head of Supply Chain & ERP, WFP

Simulation Organizer Team:

1. Mr. Ajay Kumar Chakraborty, Deputy Secretary, MoDMR

2. Mr. Abdullah Al Arif, Deputy Secretary, MoDMR

3. Mr. Malik Kabir, WFP CO

4. Ms. Amina Mohammed, WFP CO

5. Mr. Mostafa Anwar Hossain, WFP CO

Support Team:

1. Mr. Satya Ranjan Tarafdar, Admin Support, WFP

2. Ms. Ashrafun Nesa, Inject Person, WFP

3. Mr. Saroar Zahan, ICT Support, WFP

4. Mr. Radwon Bhuiyan, Team Support, WFP

5. Ms. Selina Akhtar, Team Support, WFP

6. Mr. Udayan Kisha, Team Support, WFP

Chief Facilitator

1. Mr. Md. Mohsin, Additional Secretary, MoDMR

List of observers

1. Mr. Bob Bongomin (WASH Sector)

2. Mr. Daniel Adriaens (ISCG)

3. Ms. Farheen Masfigua Halek (UNCHR)

4. Ms. Lucy Styles (Logistics Sector)

5. Mr. Md. Koushik Rahat (UNHCR)

6. Mr. Mohammad Aman Khan (IOM)

7. Ms. Nayana Bose (UNHCR)

8. Mr. Omar Farook (DFID)

9. Ms. Peta Barns (UNICEF)

10. Ms. Sharmin Akter (IOM)

11. Mr. Sudhir Kumar (ISCG)

12. Mr. Syed Md Tafhim (UNHCR)

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Annex 3: List of participants in respective teams

Control Room Participants

S. No Name Position Organization

1. Mr. Ajay Kumar Chakraborty Deputy Secretary MoDMR

2. Mr. Abdullah Al Arif Deputy Secretary MoDMR

3. Mr. Iftekharul Islam Director (Relief) DDM

4. Mr. Md. Asif Arafat DD/AD, BDRCS IFRC/ BDRCS

5. Mr. Abdur Rahman Asst. Meteorologist BMD, Cox’s Bazar

6. Mr. Md. Akhtarul Islam Logistics Officer WFP CO/ Logistics

Cluster

7. Ms. Abigael Nyukuri Programme Officer Nutrition Cluster,

WHO

8. Mr. Mohammad Mainul Islam

Rony Sector Officer Food Security Custer

9. Selim Reza Chowdhury Assistant Field Officer UNHCR

10. Mr./Ms. Tangara Consuelo Programme Officer IOM

11. Mr./Ms. Peta Barns Programme Officer UNICEF

12. Programme Officer WHO

13. Md. Abdul Malek Emergency Officer ACF

District DMC (Cox’s Bazar District)

1 Md. Ashraf Hossain ADC DC Office, Cox’s

Bazar

2 Mr. Md. Shamsud Douza Additional RRRC RRRC Office, Cox’s

Bazar

3 Mr. Md. Rois Uddin DRRO Cox’s Bazar

4 Dr. Md. Abdus Salam Civil Surgeon Cox’s Bazar

5 Mirza Md. Iftekhar Ali Executive Engineer LGED

6 Mr. Rokon Uddin Khaled Executive Engineer DPHE

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7 Iftekhar Uz Zaman Akhond Flight Lt. Air Force Armed Forces Division

(AFD)

8 Md. Shafayet Hossain Senior Station Officer Fire Service & Civil

Defense, Sadar

9 Mr. Hafiz Ahmmad DD, CPP CPP, Cox’s Bazar

10 Mr. Md. Abdullah Al Mamun District Representative

of Scouts

Bangladesh Scouts,

Cox’s district

11 Amran Khan CivMil Coordinator ISCG

Team A members:

1 Md. Rabiul Hasan UNO Cox’s Sadar Upazila

2 Mr. Dewan Maudud Ahmed Assistant Commissioner DC Office, Cox’s

Bazar

3 Ms. Selina Akter WFP Officer WFP CO Dhaka

4 WFP Officer WFP CXB Office

5 Md. Shafiul Alam PIO Cox’s Bazar Sadar

6 Dr. S M Zamsudul Huq Medical Officer Civil Surgeon Office

7 M. Asaduzzaman (nd), psc,

bn Commander, Navy

Armed Forces Division

(AFD)

8 Md. Johir Station Office Fire Service & Civil

Defense, Ukhia

9 Md. Shamimul Hauq Pavel Camp-in-Charge RRRC Office, Cox’s

Bazar

10 Mr. A. S. M. Obaidullah Camp-in-Charge RRRC Office, Cox’s

Bazar

11 Md. Abdur Rahman Camp-in-Charge RRRC Office, Cox’s

Bazar

12 Ms. Farida Yeasmin Upazila Vice Chairman

(Female) Ramu upazila

13 Md. Sharif Uddin UP Chairman Jhilongjha Union ,

Cox’s Bazar Sadar

14 Md. Shawkat Hossain Upazila Women Affairs

Officer Ukhia Upazila

22

15 Ms. Banani Chakrobarti School Teacher

(Female) .Sadar...... Upazila

16 Md. Ruhul Amin Assistant Director CPP

17 NGO Mukti

Team B members

1 Mr. Md. Nikar uz zaman UNO Teknaf Upazila

2 Mr Udayan Khisa WFP Officer WFP CO Dhaka

3 WFP Officer WFP CXB Office

4 Mr. Pabitra Chandra Mandal PIO Teknaf Upazila

5 Ms. Senura Begum Vice Chairman Ukhiya Upazila

6 Mr. H. K. Anwar UP Chairman Hnila union, Teknaf

Upazila

8 Md. Kazi Faruk Ahmad Camp-in-Charge RRRC Office, Cox’s

Bazar

9 Md. Shafique Uddin Camp-in-Charge RRRC Office, Cox’s

Bazar

10 Md. Salahuddin Ahammad Camp-in-Charge RRRC Office, Cox’s

Bazar

11 Dr. Abdul Manan UHFPO Ukhiya Upazila

12 Mr. G. M. Mohiuddin Station Officer Fire Service & Civil

Defense, Chokoria

13 Md. Nazrul Islam, Patiya Assistant Director CPP

14 Ms. Sheuli Chowdhury School Teacher

(Female) Teknaf

15 NGO SHED

16 Md. Abdur Rashid DGM RIC

Team C members

1 Mr. Habibul Hassan UNO Ukhiya Sadar

2 Md. Radwan Bhuiyan WFP Officer WFP, CO Dhaka

3 WFP Officer WFP CXB Office

23

4 Mr. Zobaer PIO Ukhya Upazila

5 Ms. Tahera Akter Mili Upazila Vice Chairman

(Female) Teknaf Upazila

6 Md. Jahangir Alam UP Chairman Rajapalang union,

Ukhya

7 Mr. Kchai Mong Chak Sub Assistant Engineer DPHE

8 Ms. Asma Ferdous School Teacher

(Female) Ukhya Upazila

9 Mr. Tapon Kumar Upazila Representative

of Scout

Bangladesh Scouts,

Teknaf Upazil

10 Major Karim Major, Army Armed Forces Division

(AFD)

11 Md. Shahdat Station Officer Fire Service & Civil

Defense, Teknaf

12 Mr. Mahfuz Rahman Camp-in-Charge RRRC Office, Cox’s

Bazar

13 Mr. Arup Ratan Sigha Camp-in-Charge RRRC Office, Cox’s

Bazar

14 Mr. Anup Camp-in-Charge RRRC Office, Cox’s

Bazar

15 Mr. Md. Munir Chowdhury Assistant Director CPP

16 Palash Chowdhury NGO YPSA

24

25

Report on Cyclone & Landslides Emergency Simulation

Exercise (CLESE)

Cox’s Bazar, Bangladesh

21-23 July 2018

_____________________________________________________________________________________

A Collaboration between, The United Nations World Food Programme and The Ministry of Disaster Management and Relief